Forthcoming articles


International Journal of Comparative Management


These articles have been peer-reviewed and accepted for publication in IJCM, but are pending final changes, are not yet published and may not appear here in their final order of publication until they are assigned to issues. Therefore, the content conforms to our standards but the presentation (e.g. typesetting and proof-reading) is not necessarily up to the Inderscience standard. Additionally, titles, authors, abstracts and keywords may change before publication. Articles will not be published until the final proofs are validated by their authors.


Forthcoming articles must be purchased for the purposes of research, teaching and private study only. These articles can be cited using the expression "in press". For example: Smith, J. (in press). Article Title. Journal Title.


Articles marked with this shopping trolley icon are available for purchase - click on the icon to send an email request to purchase.


Articles marked with this Open Access icon are freely available and openly accessible to all without any restriction except the ones stated in their respective CC licenses.


Register for our alerting service, which notifies you by email when new issues of IJCM are published online.


We also offer RSS feeds which provide timely updates of tables of contents, newly published articles and calls for papers.


International Journal of Comparative Management (6 papers in press)


Regular Issues


  • Internationalization Strategies of Emerging Markets Firms   Order a copy of this article
    by Rosa Caiazza 
    Abstract: Starting from existing mergers and acquisitions (M&A) trend and managerial literature we evidence new challenges for internationalization strategies. Our conceptual paper aims to evidence several aspects to discuss more deeply in future papers on M&A process and internationalization strategies. First, we evidence challenges due to cultural diversity in multipolar strategies. Second, we evidence how these challenges require firms to re-evaluate their strategies in a multipolar world. Finally, we propose a new model of performance evaluation of M&A.
    Keywords: Internationalization strategies; Emerging markets firms; Mergers and acquisitions; Performance evaluation; Cultural diversity.

  • Institutional, Stakeholder, and Cultural Influences on Corporate Social Performance: An Institution-Based View   Order a copy of this article
    by Nai H. Lamb, Philip T. Roundy 
    Abstract: Although scholars are beginning to explore the institutional and stakeholder influences on corporate social performance (CSP), these influences have been examined in isolation and as separate forces. Research on CSP also has not considered that institutions and stakeholders are embedded within distinct cultures, which are not homogeneous and can differ on key dimensions. To address these issues, we explore how institutional pressures from organizations external stakeholders can influence CSP and how these influences can, in turn, differ across cultures. Specifically, we theorize about the influence of coercive institutional pressures, stemming from pressures exerted on firms by organizations and institutions that firms depend on for tangible and intangible resources. Drawing from the institution-based view of firm strategy, we argue that in order to acquire tangible and intangible resources, firms often respond to stakeholders coercive pressures by engaging in activities to improve CSP. Thus, coercive institutional forces and CSP are positively related. Furthermore, we posit that the influence of stakeholders on CSP will differ across cultures. We focus on a particularly salient cultural dimension power distance and theorize that high power distance strengthens the coercive effects of government and weakens the effects of unions and interest groups on CSP.
    Keywords: Corporate social performance (CSP); corporate social responsibility (CSR); institution-based view; stakeholder perspective; cross-cultural comparison; comparative management.

  • Global consolidation of industries and business failures: insights from brick-and-mortar and online outlets   Order a copy of this article
    by Joseph Amankwah-Amoah 
    Abstract: Although online platforms are increasingly seen as a linchpin for firms competing in the 21st century, our understanding of competition between the traditional brick-and-mortar and online outlets, and how this can lead to different types of business failures, remains limited. In the light of the disjointed nature of the current streams of research, we propose an integrated framework that classifies the differential effects of online and brick-and-mortar competition. Based on a review of the literature, the study identified four competitive dynamics, i.e. bricks vs. bricks; clicks vs. bricks; clicks vs. clicks and brick-and-click, and explores how they can lead to different kinds of business. It is contended that the failure rate is likely to rise for small firms that adopt a sole brick-and-mortar strategy largely due to the risk of becoming research shops. The study contributes to comparative strategic management literature by shedding light on the evolution of online and offline management strategies and practices across the globe. In this direction, the study provides insights on some aspects both universal and country-specific features in the evolution of online and offline. The analysis highlights the importance of championing successful blending of both online and offline platforms.
    Keywords: online shopping; bricks-and-mortar shops; technology; internet; business failure.

  • The innovation process from an idea to a final product: A review of the literature   Order a copy of this article
    by Minisha Gupta 
    Abstract: Innovation has been previously explored by academic scholars and organizations to identify its determinants, characteristics and has often ended in producing incompatible results. This paper advocates the research on innovation by systematically developing a structure of innovation process. The study has been incorporated by the underlying theories, types, processes, antecedent and contextual factors, and sources of innovation process. The conceptual developments, generation and adoption processes, antecedents, and influences of innovation on organizations have been explained thoroughly in the study. Previous research work has been aligned with either one of two components of innovation process. However, this paper discusses each and every part of innovation process to combine them in a single framework and discusses their contribution in generating diversified outputs. By developing an understanding of innovation as a process, this paper aims to complement existing theories of innovation to further extend and advance theory and research on innovation process and outcome in organizations.
    Keywords: Innovation; managerial innovation; innovation process; organizational development; organizational strategy; innovation management.

  • Outward Foreign Direct Investment from Indian manufacturing firms Does Transaction Cost theory explains Early choices?   Order a copy of this article
    by Vinish Kathuria 
    Abstract: The objective of the paper is to see whether transaction cost theory explains early choices of Indian multinationals, when outward foreign direct investment (OFDI) policy was still not liberal. This is done through three research questions: a) what determines choosing between joint venture (JV) and wholly-owned subsidiary (WOS) for Indian manufacturing firms; b) whether factors are different from the one for the developed country firms; and c) do they differ if investment is made in another developing country vis-
    Keywords: Foreign direct investment; Internationalization; Diversification; Joint ventures; Wholly-owned subsidiary; Emerging market multinationals; Transaction cost theory; India.

  • A typology of post-M&A marketing integration   Order a copy of this article
    by Christina Öberg 
    Abstract: The merger and acquisition (M&A) literature remains scarce on descriptions about marketing integration. The few M&A studies focusing on marketing integration describe a one-type-fits-all integration. This paper develops a typology on marketing integration. The typology departs from the continuum between standardized products and customized services, and the continuum between transactional and relational exchanges with customers. Literature reviews and qualitative case studies functioned as data sources for the typology. The findings denote how the integration varies greatly, both in terms of degree of integration and in what could successfully be integrated based on variations in offerings and customer interactions. The paper contributes to the M&A literature and the previous scarce literature on marketing related to M&As.
    Keywords: Integration; Marketing; Merger and acquisition; Typology; Post-acquisitiom integration strategy.